Circadian Trust April 2017 Aquatics Strategy · (e.g. sub-aqua, water polo) which may require...

Circadian Trust

Aquatics Strategy2017 - 2021

April 2017

INSPIRING ACTIVE LIFESTYLES THROUGH SWIMMING

PARTICIPATION • OPPORTUNITY • HEALTH • DEVELOPMENT

Welcome from the Chief Executive

Governance & Structure

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3

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Mission, Vision and Values

References

Executive Summary

Community (Aquatic) Aims

Introduction

Aquatic Outcomes

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Welcome from the Chief Executive

Circadian Trust (CT) has enjoyed tremendous success with its innovative approach to service development and delivery since it was established over ten years ago as a registered charity and social enterprise.

This inaugural Aquatics Strategy will guide our aquatic developments and actions over the next four years and look to build on the continued growth of our learn to swim programme, while seeking to increase participation by raising the profile of aquatics in the community and extending the life of a swimmer through an agreed aquatics operating model and development pathway.

The Strategy will not necessarily be about providing solutions or making decisions, its about aspirations, goals and outcomes and working in collaboration with stakeholders and forming partnerships. This will be key in helping CT meet the challenges that lie ahead and making the most of the opportunities that exist to affect a positive change in peoples lives; further demonstrating our commitment to our mission “Inspiring Active Lifestyles”!

Mark CrutchleyChief Executive

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Executive Summary

This Aquatics Strategy sets out a framework for taking forward the various aquatic activity and development pathways for the next four years (2017 – 2021). It has been produced to ensure that the development of aquatic activity is in the context of Circadian Trust’s strategy to 2018, “The Circadian Way”, its mission, vision, and values. These fundamental drivers guide and direct all the efforts within this document to meet the overarching strategy and the strategic outcomes of our key partners.

It is critical CT responds to the demands and challenges placed upon it from customers, the sport and leisure sector, the changing health and fitness market and the wider economic climate whilst being mindful of its status as a social enterprise and helping to meet the health and wellbeing needs of the local community.

This Aquatics Strategy must therefore also outline the role aquatics can play in delivery of the regions wider Physical Activity Strategy, as well as linking to priority themes set out in South Gloucestershire’s Joint Health and Wellbeing Strategy, while also aspiring to help contribute to emerging national strategies for sport and physical activity.

STRENGTHS• A portfolio of modern facilities mixed

with facilities that have received substantial investment and refurbishment and are attractive welcoming and clean.

• Varied swimming programme that is community led and reviewed regularly.

• Multi-skilled, adaptable, willing workforce.

• Committed, loyal, passionate Swimming Teachers, Coaches

• Friendly, customer focused Front of House teams.

• Well trained Lifeguards. • A highly successful Swim Academy with

over 8,000 children on the programme.• Over 50 schools using the five pools

for 125 hours per week, providing opportunities for children to learn to swim.

• 3 well established Swimming Clubs with strong community links.

• Strong, recognised Active brand already differentiated for Aquatics.

OPPORTUNITIES…TO• Drive increases in participation aligned

with key stakeholder strategies and partners including Swim England and South Gloucestershire Council (SGC)

• Grow the Swim Academy and develop a co-ordinated development pathway, working closely with the Swimming Clubs and Swim England.

• Develop a complimentary Schools swimming offer that seeks to meet the National Curriculum standards and increase water confidence.

• Rethink and redevelop swimming programmes and review programme effectiveness.

• Develop staff training aligned with health & lifestyle and explore ways of co-ordinating staff development with stakeholders and partners.

• Raise the profile of swimming through marketing and promotion, to reinforce swimming as a key activity to drive health improvement and lifestyle change.

• Further develop a social benefit aspect to swim tuition and competition.

WEAKNESSES• Not enough information or education

to the public about swimming and its positive effects on physical/mental health & wellbeing.

• Some ancillary services need investment.• Availability of car parking, particularly at

peak times at certain sites.• Swim programme lacks innovation,

progression and does not always compliment other activities.

• A lack of qualified Swimming Teachers.• Marketing and promotion of health &

fitness meaning gym/group exercise and not aquatics.

• Historical lack of a co-ordinated approach to an aquatics offer involving the operator, local authority, aquatic clubs.

THREATS• The continued national austerity

measures being implemented and their impact, in particular, on other local authority services, e.g. education and public health.

• Ongoing funding pressures – CT will lose its Management fee from the local authority by 2020.

• Increased competition, in an ever evolving health & fitness market and from private swim schools and pools.

• A decline in swimming participation (particularly adults) and loss of income locally and nationally

• Commercial objectives starting to outweigh social objectives.

2.1 Definition

For the purposes of this Strategy, “aquatics” covers the disciplines of swimming (teaching, participation, performance), diving, lifesaving, triathlon and a range of water based activities (e.g. sub-aqua, water polo) which may require access to supervised pool space for training and/or active participation.

2.2 SWOT Analysis

The table below identifies strategic and operational challenges that currently exist through consultation with teams across the Organisation to inform the strategy, in the form of a SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats).

NATIONAL

This Aquatics Strategy is being developed at a time of change within the sport and leisure Industry. The health of the nation has moved higher up the Government agenda as the UK faces a physical inactivity epidemic, and requires the industry and partners to look beyond merely measuring how many people take part in sport and physical activity. There are also a number of demographic groups whose engagement in sport and physical activity is well below the national average1. Against this backdrop the Government launched its new strategy for sport and physical activity; Sporting Future: A New Strategy for an Active Nation, in December 2015, the framework of which will concentrate on 5 key outcomes to redefine what success looks like in sport2

• Physical wellbeing

• Mental wellbeing

• Individual development

• Social and community development

• Economic development

Putting this policy into practice means significant change for key organisations responsible for developing sport, such as Sport England and, in an aquatic context, Swim England, (formerly the ASA) whom Sport England funds as one of a number of National Governing Bodies (NGB’s). In its new strategy; Towards an Active Nation, Sport England makes tackling physical inactivity one of its main priorities, with a significant amount of funding available to any organisation who can contribute to the measured outcomes in the Governments strategy and proposes changes to how NGB’s will be funded in future. Swim England has launched its four year strategy titled “Toward a Nation Swimming” which aims to strengthen the sport and boost participation, having already launched its Participation Strategy; Rediscovering the Nation’s Favourite Sport, which has been shaped by greater insight data to better understand the needs of the swimmer. At its heart is a framework for growing swimming which has 3 key strategic aims3

• Increase swimming’s visibility and relevance

• Improve the overall swimming environment

• Tailor the swimming offer to different needs

1 Sporting Future: A New Strategy for an Active Nation 2 Sporting Future: A New Strategy for an Active Nation3 The ASA Participation Strategy Rediscovering The Nation’s Favourite Sport

2.3 Strategic Context

LOCAL

South Gloucestershire’s Joint Health and Wellbeing Strategy 2013 – 2016 (JHWS), identified a number of priority themes with tackling physical inactivity a key strategic aim. Approximately 78% of adults in South Gloucestershire do not achieve the recommended levels of physical activity (i.e. the Chief Medical Officer’s recommended level of at least 150 minutes of moderate intensity activity per week.4

South Gloucestershire’s Physical Activity Strategy 2015-2020, (PAS) which has been developed to tackle the issue of physical inactivity, goes further in identifying some of the key findings for South Gloucestershire, taken from various data sources5:

• One in four of the adult population are classed as physically inactive, that is, they fail to achieve 30 minutes of moderate intensity activity per week. They fall into the Chief Medical Officer’s “high risk” category and are at a much greater risk of developing serious chronic diseases.

• Just 12% of the adult population have done 30 minutes or more exercise on five or six days of the last week (data source: View Point Survey April 2014)

• A significantly higher proportion of adults from the priority neighbourhoods indicate that they have not done more than 30 minutes exercise on any day in the last week, compared with those from the rest of the district (27% cf. 18%) (data source: View Point Survey April 2014)

• Currently the prevalence of overweight (including obese) reception children is 18.2% and in year 6 is 27.7% (data source: Public Health National Childhood Measurement Programme)

• Four in five (80%) of respondents indicate that excess weight in adults is a problem in their local area (data source: View Point Survey April 2014)

• Only 25.5% of women are doing any sport at least once a week

• 18% of South Gloucestershire adults who are inactive want to do more sport

The South Gloucestershire PAS focuses action across three identified themed domains of Active People, Active Places and Active Programmes, these themes chosen as they affect everyone that lives or works in South Gloucestershire at individual, family and community level, irrespective of their circumstances.6

THE ORGANISATION’S STRATEGY

CT’s Strategy 2015 – 2018, The Circadian Way, has identified three areas of strategic focus7:

1. Circadian Ethos – “Culture for our customers, business and staff”

2. Growing the Business

3. Business Efficiency and Sustainability

The Aquatics Strategy is a contextual response to the above areas of strategic focus and the SWOT Analysis undertaken. It will have key aims and seek to develop a range of aquatics outcomes to be delivered to contribute to the achievement of the overarching strategic objectives, as well as aspire to have a positive influence/impact on the health and wellbeing of residents of South Gloucestershire, with a focus on a culture of developing sector leading services and growing participation, linking to the local and national strategies identified above. The aquatic outcomes will be measured to assess impact using a set of Performance Indicators (PI’s) that will link to the main Key Performance Indicators (KPI’s) for the business.

4 South Gloucestershire Joint Health and Wellbeing Strategy 2013 – 20165 South Gloucestershire’s Physical Activity Strategy 2015 – 20206 South Gloucestershire’s Physical Activity Strategy 2015 – 20207 The Circadian Way Strategy 2015 – 2018

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Introduction

Swimming is the most popular of sports activities in Great Britain, participation levels nationally currently stand at around the 2.5 million mark (Sport England), however this figure reflects a steady decline in swimming from its position in 2006 when over 3 million participated in the sport.

Swim England, as part of their Participation Strategy, have carried out extensive insight into understanding the market and looking into the possible reasons for the decline in swimming; they have discovered that it is a range of issues that prevent people swimming, these are summarised below8

CT operate 5 swimming pools across South Gloucestershire, of these pools Longwell Green is the most recent, opening in 2007; Kingswood underwent a pool refurbishment in 2011 to convert its 33 metre pool to a 25 metre pool with separate teaching pool; Bradley Stoke added a main 25 metre pool and teaching pool to its existing dry side facility in 2004. Thornbury and Yate complete the portfolio of swimming facilities.

In the 2015/16 budget, aquatics accounted for over a third of the overall budget and made the second biggest contribution behind gyms/group exercise. Certain elements of the aquatics programme are doing well;

the Swim Academy has over 8,000 children on the programme, over 50 schools currently use the pools for around 125 hours per week and there are 3 well established swimming clubs operating out of Kingswood, Yate and Thornbury pools. However, mirroring the national picture, adult casual swimming attendances were significantly down on the previous year 2014/15 by 2%. The swimming pool programmes across sites, although reviewed regularly, have not undergone significant change for a long period and there is a lack of development and co-ordination between the learn to swim programme, schools, swimming clubs and other aquatic clubs/activities.

8 The ASA Participation Strategy Rediscovering The Nation’s Favourite Sport

NO ONE SINGLE ISSUE BUT A HOLISTIC CHALLENGE

The opportunities to swim casually are

reducing

Facilities are perceived to be old, dirty and

unwelcoming

One fifth of the adult English population

cannot swim

Crucial information is difficult to access and is confusing

Swimming is not perceived as

‘value for money’

Building a swimming habit is difficult

The existing ‘casual swimming’ offer is not

meeting the needs

The cost of swimming to the customer is rising

Fewer people are experiencing swimming

in the summer

Another significant factor are the ongoing national austerity measures and their impact, particularly on non-statutory, local authority services, leisure being one of those; Local Government budgets are now much smaller and non-statutory services are under most threat, leading to a programme of facility and operator consolidation, as demonstrated by the reduction of leisure facilities and pools indicated in the 2016 State of the UK Swimming Industry Report, which states that swimming pools, particularly older pools, continue to be closed, as part of the rationalisation programme, with figures showing that across the UK there were 3,229 sites with 4,626 pools, which is down on the 2015 figure of 3,265 sites and 4,655 pools.9

By 2020 CT will lose the management fee SGC pay the Organisation to manage the leisure facilities. This funding loss will need to be overcome by generating income in other areas, aquatics being one of those.

Other risk factors include the National Living Wage and its knock on effect on the National Minimum Wage, increased pension contributions, ageing building stock, rising energy costs and increased competition.

CT’s response is the current strategic plan 2015-18 which details capital investment, efficiency reviews and reviews of programme effectiveness; of which this Aquatics strategy will be one of a number of strategies linking to the overarching Strategy. This Aquatics Strategy represents an opportunity, as identified in the SWOT analysis, to work in partnership with stakeholders to drive participation, redevelop programmes and promote swimming and aquatics as an activity to be enjoyed by all ages and as part of a healthy lifestyle throughout all stages of life.

The Aquatics Strategy is also an opportunity to tap into a large latent demand in South Gloucestershire for swimming. The following charts illustrating insight data from West of England Sport Trust (WESPORT) shows the current numbers of people participating in swimming at each of the five Circadian Trust pools (based on 2015 data) and the numbers of people wanting to participate in swimming. (Source:Sport England Market Segmentation)10:

9 The Leisure Database Company 2016 State of the UK Swimming Industry Report10 WESPORT Market Segmentation Data Pack 2015 (Source: Sport England Market Segmentation)

SPORT ENGLAND MARKET SEGMENTATION PROFILES GRAPHIC:Sport England has developed 19 sporting segments using socio-economic and demographic data and overlaid with Sport England’s Active People and satisfaction data as well as the DCMS/Sport England Taking Part survey. This data is used to profile the different groups behaviour, preferences and motivations and barriers towards sport:

BEN Competitive Male UrbanitesJAMIE Sports Team LadsCHLOE Fitness Class FriendsLEANNE Supportive SinglesHELENA Career focused femalesTIM Settling Down MalesALISON Stay at Home MumsJACKIE Middle England MumsKEV Pub League Team MatesPAULA Stretched Single Mums

PHILIP Comfortable Mid-Life MalesELAINE Empty Nest Career LadiesROGER & JOY Early Retirement CouplesBRENDA Older Working WomenTERRY Local “Old Boys”NORMA Later Life LadiesRALPH & PHYLLIS Comfortable Retired

CouplesFRANK Twilight Year GentsELSIE & ARNOLD Retirement Home Singles

Bradley Stoke LC Kingswood LC Longwell Green LC Thornbury LC Yate LC

0

500

Ben

Jam

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Chloe

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Helena Ti

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Jack

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Norma

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& Phy

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Frank

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old

1,000

1,500

2,000

2,500

3,000

Population within 5km of the Leisure Centresparticipating in: Swimming


0

500

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1,000

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0

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1,000

1,500

2,000

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0

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& Phy

llis

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Elsie &

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old

1,000

1,500

2,000

2,500

3,000

3,500

Population within 5km of the Leisure Centreswanting to participate in: Swimming


0

500

Ben

Jam

ie

Chloe

Lean

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Helena Ti

mAlis

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Jack

ieKev

Paula

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Elaine

Roger &

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Brend

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& Phy

llis

Frank

Elsie &

Arn

old

1,000

1,500

2,000

2,500

3,000

3,500



0

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Ben

Jam

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1,000

1,500

2,000

2,500

3,000

3,500


These figures suggest there is an opportunity to almost double the numbers of people, and variety of people as identified by the Sport England Market Segmentation, swimming at CT pools. As part of the strategy we must identify what are the current barriers to these people participating and what we need to do

to change their behaviour; Sport England have developed a “Behaviour Change Model” as part of their Strategy which features five key stages of behaviour, that could be utilised by CT to define what key interventions need to be made11:

In addition and linking to the Strategic priority themed domains of people, places and programmes within South Gloucestershire’s PAS, we need to target and engage the key people/groups not participating and then take steps to increase the chances of changing their behaviour through availability of sessions, planning, outreach and innovation within our aquatic programmes at the Centres.

As well as increasing the number of participants in aquatics, we must also focus on retention – keeping swimmers for longer, swimming more frequently and “extending the life of the swimmer”. This task has equal importance to bringing in new customers to swim and in the current economic climate one that should be at the forefront of our business.

11 Sport England Strategy 2016-21 Towards an Active Nation

NOT ON MY RADAR PRE-CONTEMPLATION

CONTEMPLATION

PREPARATION

ACTION

MAINTENANCE

THINKING ABOUT IT

PLANNING TO DOSOMETHING SOON

GETTING STARTED

STICKING WITH IT

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Mission, Visionand Values

The Organisation’s Mission is “Inspiring Active Lifestyles”. In an aquatic context this means that everyone involved with aquatics within Circadian Trust will be aiming to inspire more people of all ages and backgrounds to swim more regularly over an increasingly longer period of time.

Our Vision “Giving more” can be seen in the context of our key aims within this strategy, to provide more opportunities for people to participate, develop and enjoy the health and wellbeing benefits of swimming.

Our core values will be aligned and will be key in our ability to deliver the aquatic outcomes outlined in this strategy.

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Governance and Structure

5Circadian Trust is overseen by a board of Trustees drawn from across the local community. The Trustees ensure good governance and agree on strategic direction for the organisation. The Executive Management Team report to the board 4-5

times a year and give full updates on the areas of the strategic plan being worked on. The structure below shows the people largely responsible for delivery of this Aquatic Strategy and how this will influence the overall strategic plan:

SWIM MANAGERS

LEISURE CENTREMANAGER BSLC

LEISURE CENTREMANAGER KLC

LEISURE CENTREMANAGER LGLC

LEISURE CENTREMANAGER TLC

LEISURE CENTREMANAGER YLC

OPERATIONSDIRECTOR

DIRECTOR OF COMMERCIAL

DEVELOPMENT

HEAD OF LIFESTYLE

DEVELOPMENT

AREAMANAGER

HEAD OFMARKETING

HEAD OF CUSTOMER SERVICES

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Community (Aquatics) – Key Aims

6• To raise the profile of aquatics in the

community through the implementation of Swim England’s Framework for growing swimming, thereby increasing swimming participation for people of all ages and backgrounds.

• To align with national and local strategies, in particular South Gloucestershire’s Physical Activity Strategy, by targeting the key people/groups, providing access to facilities and developing programmes to enable all residents of South Gloucestershire to have the opportunity to make physical activity a normal part of daily life, highlighting swimming/aquatics as a fundamental life skill, as well as contributing to health and wellbeing.

• To operate a successful Swim Academy programme at all Circadian Trust pools and aquatics development programme and be the number 1 choice for learning to swim in the sub region.

• To work in partnership with Swim England, swimming clubs, schools and aquatic clubs to develop an agreed aquatics operating model and swimming and club development pathway, thereby “extending the life of the swimmer”.

12 The ASA Participation Strategy Rediscovering the Nation’s Favourite Sport

SWIMMING IN ENGLAND

Programmes in the marketplace • Learn to swim (Child and Adult) • Swimfit • Aquaerobics (Aquafit / Aquajog / Aquazumba) • Lane Swimming

Casual Swimming • Club Swimming • Women Only • Over 50s • Open Water (Triathlon/Open Water Swimming/Club)

COMPETITION

1,151CLUBS

17.1mPEOPLE AGED 14+ SWIM AT

LEAST ONCE A YEAR

ASA MEMBERSHIP

193,000(90% Children)

Swimming is the most popular participation sport in England with

OVER 2.5madults taking part on a

weekly basis

It is also the most popular weekly sport for people aged 55+

and those with limited disabilities (disability

swimming alone would be the 9th largest sport in England)

The cost to swim had increased by 78% in the last decade

LEARN TO SWIM

OUTDOOR

C.2,400 DELIVERERS(E.G. TEACHERS, SWIM SCHOOLS ETC)

ONLY 55%OF CHILDREN AY KEY STAGE 2

ARE ABLE TO SWIM 25m- CURRICULUM REQUIREMENT NOT REINFORCED

2014/15:

2.5mLEARNED TO SWIM100K WERE ADULTS

21%of people in England CANNOT SWIM

32% of pools are owned by LA’s33% by commercial providers and

34% by education providers

Growth in events(Great Swim, Triathlon) and

23,000 members

80,000 weekly, with significant growth

100 registered open water sites

Growth market providing strong revenue stream

for providers

of people in England live within a 20 min drive of a swimming pool94%

64%of the market

is women

41%of swimmers do no

other exercise

AQUAEROBICS

142,000WEEKLY PARTICIPANTS

and growing

88%of swimming takes

place indoors

5,050POOLSat 3,918 sites in

England

83fewer swimming

locations (sites) in 2015 than 2013

Since Sport England’s Active people Survey began 10 years ago, swimming has remained the most popular sport in England. Swimming’s unique ability to appeal to both genders, all age groups and fitness levels, as well as to those with physical challenges or

health conditions, means the potential for engagement in the sport is huge. The following statistics from Swim England’s Participation Strategy illustrate this potential and some of the challenges facing swimming12:

AQUATIC AIM 1 – PARTICIPATION

To raise the profile of aquatics in the community through the implementation of Swim England’s Framework for growing swimming, thereby increasing swimming participation for people of all ages and backgrounds

Earlier figures have demonstrated that there is high latent demand for swimming in South Gloucestershire and our aim will be to inspire more people to take up swimming while

retaining our existing customers. We intend to implement Swim England’s framework for growing swimming to help us realise our aim13:

Under each frontier the key strategic developments, as informed by the SWOT analysis, insight data and Centre Frontier audits will be the following:

INCREASE SWIMMING’S VISIBILITY AND RELEVANCE


A FRAMEWORK

FORGROWING SWIMMING

FRONTIER 1

FRONTIER 2

FRONTIER 3

Increase swimming’s visibility and relevance

Improve the overallswimming environment

Tailor theswimming offer to

different needs

Critical to addressALL 3 FRONTIERS

to bring in new audiences and retain

existing audiences

• Innovative use of external imagery to promote aquatics on and around Leisure Centre buildings.

• A commitment to drive at least two marketing campaigns a year aimed at swimming/aquatics as well as taking part in Swim England’s National Campaign.

• Develop consistent key messages on the importance of swimming as a fundamental life skill and its role in health and wellbeing and lifestyle change through marketing material, website, social media, staff communication/interaction with customers and testimonials.

• Launch an Aquatics Brand Manual; to strengthen the “Active Aquatics” brand, develop consistency of delivery across the sites and be informed by Industry best practice and standards.

• Link to Data Hub and Swim England’s Data Leagues/Swimming Tracker to be able to gather, analyse and benchmark activity data from across the industry.

• Develop the customer journey that incorporates swimming/aquatics within a Lifestyle offering and relaunch our Centres as “Lifestyle” Centres.

• Identify potential commercial partners and/or professional athlete to develop sponsorship opportunities and raise the profile of the aquatics programme.

These key strategic developments will be led by a Senior Manager with responsibility for Aquatics, supported by Head of Lifestyle Development, Head of Marketing and implemented at sites by Leisure Centre Managers. An Implementation Plan will be developed to begin in 2017 and cover the period 2017 – 2021.

IMPROVE THE OVERALL SWIMMING ENVIRONMENT

• Review car parking availability and develop green travel plans across all Centres.

• Develop the Swimming lifestyle Activation as part of the customer journey, to incorporate tour of the swimming pool and its associated facilities, use of lockers, swimming equipment available, aquatic programmes and activities.

• Drive quality systems within the swimming environment, to include hygiene, improvement in ancillary services and facilities.

• Develop the workforce to become lifestyle advisers, giving advice on health, nutrition and being able to advise our customers on the best aquatic activity/programme to undertake, matched most closely to their needs/goals.

• Develop a capital plan to transform the culture on poolside at all Centres, to include imagery, lighting, refurbishment.

• Develop a Shared Risk Portfolio of Capital Investment, which will identify low, medium and high risk strategies and potential funding partners for potential new facilities beyond 2020/21.

TAILOR THE SWIMMING OFFER TO DIFFERENT NEEDS

• Establish a working group to review all Leisure Centre pool programmes with the core aims of developing a more targeted, consistent and progressive aquatics programme.

• Analyse the localised insight data in line with the Sport England Market Segmentation and develop a plan to target those markets, in conjunction with working with Swim England on delivering programmes based on their research into swimming and non-swimming segments.

• As part of developing the workforce, introduce “Pool Walkers” to poolside, specialist trained, motivational staff who are able to give individual advice on swim technique, health, programme choices and development/performance coaching.

• Partner with swim tracking technology, compatible with our existing Wellness Cloud technology, to support individuals swimming and health and wellbeing goals, motivation and progression.

To align with national and local strategies, in particular South Gloucestershire’s Physical Activity Strategy by targeting the key people/groups, providing access to facilities and developing programmes to enable all residents of South Gloucestershire to have the opportunity to make physical activity a normal part of daily life, highlighting swimming/aquatics as a fundamental life skill, as well as contributing to health and wellbeing

The Government’s strategy, Sporting Future: A New Strategy for an Active Nation talked about engaging those demographic groups who tend not to take part in sport or physical activity, these include women and girls, disabled people, those in lower socio-economic groups and older people. At local level, key findings for South Gloucestershire referred to earlier in this strategy confirm this with South Gloucestershire’s Physical Activity Strategy stating that “we know that those on a low income, females, those from minority ethnic groups and those with a disability are less active than the general population”14

CT has an important role to play in contributing to these strategies, its facilities are rooted within the community it serves and as a charitable trust, giving those groups

the opportunity to become more active and thereby helping to increase their health and wellbeing, should be at the heart of what we do. Strategic developments will include:

• Work in partnership with South Gloucestershire Council’s Public Health and Wellbeing Division to support their work across the three priority domains and their wider health improvement programmes, promoting swimming/aquatics as a fantastic activity to become active and using the Behaviour Change Model (illustrated earlier in this strategy) as the key driver.

• Establish a working group to review all Leisure Centre Pool Programmes, in consultation with the community and develop a programme that provides access and opportunities where possible, to those target groups described above, helping them to become more active.

• Develop a health referral model for swimming, linking with a variety of stakeholders, including SGC, Swim England, Wesport and local NHS surgeries and clinics.

Work on these strategic developments will be led by CT’s Area Manager, with support from Head of Lifestyle Development. Work will begin in 2017, with a plan in place through to 2021.

14 South Gloucestershire’s Physical Activity Strategy 2015 – 2020

AQUATIC AIM 2 – ACCESS, OPPORTUNITY AND HEALTH

AQUATIC AIM 3 – DEVELOPMENT PROGRAMMES

To operate a successful Swim Academy programme at all CT pools and aquatics development programme and be the number 1 choice for learning to swim in the sub region.

Aligned to Aquatic aim 1 and 2, which is focused on inspiring more people within South Gloucestershire to take up and regularly participate in sport, in particular aquatics; CT recognises that to achieve this swimming must be embedded from an early age as a crucial life skill, an activity that is accessible to all and that is valued and enjoyed as part of a healthy lifestyle. Taking up aquatic activities must also be viewed as an opportunity to

have fun, develop and stimulate people to make (positive) lifestyle choices throughout all stages of their life. The key developmental programmes/areas that will contribute to the above are in relation to the following:

LEARN TO SWIM

CT already operate a successful Swim Academy programme with over 8,000 children currently on the programme, this has progressed from around 2,800 children in 2013/14. However insight data and analysis from Swim England and demographics indicate that the current number could increase significantly:

SUMMARY DEMOGRAPHICS

20th MAY, 2016

Bradley Stoke Leisure Centre

Summary of the Area

Will the area grow or decline?

Describing Bradley Stoke Leisure Centre (10 Minutes) in relation to United KingdomCreation Date: May 20, 2016

The following table details some key demographics for the selected area in relation to the base.

The current year estimates reveal a population in this study area of 68,190; it is estimated using projections that the population in this area will change 4.53% over the next five years, 9.07% over the next ten years, 13.56% over the next fifteen years, and 17.71% over the next twenty years. This compares with projected national changes of 3.39% for five years time, 6.62% for ten years time, 9.55% for fifteen years time, and 12.13% for twenty years time.

Source: Experian Current year estimates (Mid-year 2014).

Source: Experian Population Projections ( 2014 ).

Households within the area 27,966

Households within the base 27,219,324

Population within the area 68,190

Population within the base 64,796,716

Male Population within the area 34,141

Male Population within the base 32,157,745

Female Population within the area 34,049

Female Population within the base 32,638,971

Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

2014-2019

2014-2024

2014-2029

2014-2034

Population Change %Population projections in Target Area

YEAR AREA AREA%

2014 68,190 0.00

2019 71,280 4.53

2024 74,375 9.07

2029 77,440 13.56

2034 80,265 17.71

Who lives in the area?

What is the marital status of the area?

Source: Experian Age and Gender Estimates (2014).

Source: ONS Census Data (2011).

Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

Under 15

Age 15-19

Age 20-24

Age 25-34

Age 35-44

Age 45-54

Age 55-64

Age 65+

Age Band %

Area Base

0%

10%

20%

30%

40%

50%

60%

Single

Married

Separated

Divorced

Widowed

In a civil partn

ership

Marital Status %

AGE AREA

Under 15 13,004

Age 15-19 4,017

Age 20-24 4,461

Age 25-34 10,013

Age 35-44 10,232

Age 45-54 10,116

Age 55-64 6,987

Age 65+ 9,360

TOTAL 68,190

MARITAL STATUS AREA

Single 16,891

Married 26,374

In a civil partnership 108

Separated 1,256

Divorced 4,632

Widowed 2,806

TOTAL 52,068

The largest group within the target area is Under 15 with a count of 13,004, while the smallest group is 15-19 with only 4,017 .

The ONS data reveals that 32.44% of the population are Single, and 50.65% are Married. 0.21% of the population are in a civil partnership, 2.41% separated, 8.90% divorced and 5.39% are widowed.

What is the ethnic make-up of the area?

What is the make-up of social grades in the area?



Area Base

AB C1 C2 DE0%

5%

10%

15%

20%

25%

30%

35%

Social Grades %

ETHNIC GROUP AREA AREA% BASE%

White 59,518 91.16 87.07

Gypsy / Traveller / Irish Traveller 93 0.14 0.10

Mixed / Multiple Ethnic Groups 1,211 1.86 1.98

Asian / Asian British: Indian 1,598 2.45 2.30

Asian / Asian British: Pakistani 304 0.47 1.86

Asian / Asian British: Bangladeshi 60 0.09 0.71

Asian / Asian British: Chinese 662 1.01 0.69

Asian / Asian British: Other Asian 635 0.97 1.36

Black / African / Caribbean / Black British 823 1.26 3.01

Other Ethnic Group 388 0.59 0.92

TOTAL 65,292 100.00 100.00

SOCIAL GRADES AREA AREA% BASE%

AB 6,179 29.59 22.17

C1 6,910 33.08 30.84

C2 4,095 19.61 20.94

DE 3,701 17.72 26.05

TOTAL 20,886 100.00 100.00

The ONS data shows the ethnic makeup of the selected area compared to the base.

The ONS Census data shows that C1 is the largest grade with 33.08% of people in your target area. The second largest grade is AB with 29.59%, whilst the least represented grade is D with 17.72% .

What is the residential profile of the area by Mosaic UK 6?

Census Data 2011

Mosaic UK 6 classifies all consumers in the United Kingdom by allocating them to one of 15 Groups and 66 Types. The 15 Groups are shown below as a profile using data for Households in your target area. The groups, types and the supporting descriptive information paint a detailed picture of UK consumers in terms of their socio-economic and socio-cultural behaviour.

The Census is a government survey which is conducted every 10 years and covers the whole country. The information is collected on a single day. The government use the information to plan what local infrastructure is required in the future such as schools and hospitals.

Each decade the release of Census data for the UK provides analysts with a wealth of information that allows a rich and detailed picture to be created for each local area within the country. The most recent Census for the UK in 2011 covered a broad range of topics including population, households, employment, qualification, ethnicity and health.

A deep understanding of the demographics and socio-demographics of areas as diverse as neighbourhoods, store catchment areas, and sales or distribution territories can be gained by profiling and analysing suitable Census variable and can provide insight to help underpin decision making across a wide variety of sectors.

Ranked the 5th highest for income out of 15 groups. Ranked the youngest out of 15 groups

• Younger households• Full-time employment

• Private suburbs• Affordable housing costs

• Starter salaries• Buy and sell on eBay

KEY FEATURES

The dominant Mosaic Group is H Aspiring Homemakers with a count of 7,819, which is 27.96% of your target area.

Younger households settling down in housing priced within their means.

Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security

F Suburban Stability

G Domestic Success

H Aspiring Homemakers

I Family Basics

J Transient R

enters

K Municipal Challenge

L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%

Households by Mosaic UK 6%

Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%


Source: Experian Mosaic UK 6 classification (2014).

Mosaic UK 6

Population Projections

Mosaic UK 6 Family Tree

72 per cent of the information used to build Mosaic UK 6 is sourced from a combination of data that includes Experian’s UK ConsumerView Database, which provides consumer demographic information for the UK’s 50 million adults and 25 million households. This database is built from an unrivalled variety of privacy-compliant public and Experian proprietary data and statistical models. These include the edited Electoral Roll, Council Tax property valuations, house sale prices, self-reported lifestyle surveys, term time students from HESA, social housing information from NROSH, broadband speed information from OFCOM, and other compiled consumer data.

The remaining 28 per cent of the data are sourced from the 2011 Census which provides highly accurate neighbourhood level information.

All of the information used to build Mosaic is continuously updated. This enables Experian to verify and update the classification annually, and the segmentation has been built in such a way that new data can be can be added to provide further insight into the types.

Population change is an important element in fluctuations in consumer demand. Our population projections give a valuable insight into future demand in local areas, enabling you to predict future business performance, and plan accordingly.

The data is particularly useful if you are targeting specific age/gender ranges - for example, child care nurseries can find sites where the number of children is set to increase, and football clubs can target areas expecting growth in the number of teenagers.

Projections of residential population are available for each year from 2014 to 2034. These are split by gender and 18 age bands.

The Mosaic UK 6 family tree illustrates the major demographic and lifestyle polarities between the groups and types, and shows how the Mosaic types relate to each other.

C10 C13

C11

C12G27

G26

G29

G28

H31

H30

H32

H35

H33

H34

O64

061

O63

O62

O66

O65

I37 I38

I36I39

J42

J41

J40

J43

A02

A01

A03

A04

N58

N57

N59

N60

K48K47 K46

E18

E21

E20

E19

F25

F24

F22

F23

M54 M55

K45

K44

M56

B09

B08

B07

B05B06

D14

D16D15

D17

L51

L50

L49

L53

L52

Homeowners

Rur

alTr

adlit

iona

l

Cosm

opolitan

Supported Limited Resources Renters

A�uent Independent

Urban

Census output is Crown copyright and is reproduced with the permission of the Controller of HMSO and the Queen’s Printer for Scotland.

49.7mADULTS

25.2mHOUSEHOLDS

1.73mPOSTCODES

850m+SOURCE

RECORDS

450m+INPUT

VARIABLES FOR CLUSTERING &

INTERPRETATION


20th MAY, 2016

Kingswood Leisure Centre

Summary of the Area


Describing Kingswood Leisure Centre (10 Minutes) in relation to United KingdomCreation Date: May 20, 2016













Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

2014-2019

2014-2024

2014-2029

2014-2034


YEAR AREA AREA%

2014 157,722 0.00

2019 164,452 4.27

2024 170,533 8.12

2029 176,380 11.83

2034 181,741 15.23





Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

Under 15

Age 15-19

Age 20-24

Age 25-34

Age 35-44

Age 45-54

Age 55-64

Age 65+

Age Band %

Area Base

0%

10%5%

15%20%25%30%35%40%45%50%

Single

Married

Separated

Divorced

Widowed

In a civil partn

ership

Marital Status %

AGE AREA

Under 15 28,841

Age 15-19 8,477

Age 20-24 10,573

Age 25-34 22,465

Age 35-44 23,200

Age 45-54 22,061

Age 55-64 17,027

Age 65+ 25,078

TOTAL 157,722

MARITAL STATUS AREA

Single 43,297

Married 57,221


Separated 2,997

Divorced 11,564

Widowed 8,512

TOTAL 123,870

The largest group within the target area is Under 15 with a count of 28,841, while the smallest group is 15-19 with only 8,477.






Area Base

AB C1 C2 DE0%

5%

10%

15%

20%

25%

30%

35%

Social Grades %


White 137,573 89.55 87.07



Asian / Asian British: Indian 1,831 1.19 2.30

Asian / Asian British: Pakistani 1,862 1.21 1.86



Asian / Asian British: Other Asian 1,030 0.67 1.36

Black / African / Caribbean / Black British 5,040 3.28 3.01


TOTAL 153,620 100.00 100.00


AB 9,753 20.17 22.17

C1 16,018 33.13 30.84

C2 11,483 23.75 20.94

DE 11,090 22.94 26.05

TOTAL 48,343 100.00 100.00


The ONS Census data shows that C1 is the largest grade with 33.13% of people in your target area. The second largest grade is C2 with 23.75%, whilst the least represented grade is AB with 20.17%.


Census Data 2011





Ranked the 5th highest for income out of 15 groups. Ranked the youngest out of 15 groups.




KEY FEATURES



Area Base

0%

3%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

8%

5%

10%

13%

15%

18%

20%

23%


Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%



Mosaic UK 6










C10 C13

C11

C12G27

G26

G29

G28

H31

H30

H32

H35

H33

H34

O64

061

O63

O62

O66

O65

I37 I38

I36I39

J42

J41

J40

J43

A02

A01

A03

A04

N58

N57

N59

N60

K48K47 K46

E18

E21

E20

E19

F25

F24

F22

F23

M54 M55

K45

K44

M56

B09

B08

B07

B05B06

D14

D16D15

D17

L51

L50

L49

L53

L52

Homeowners

Rur

alTr

adlit

iona

l

Cosm

opolitan



Urban


49.7mADULTS

25.2mHOUSEHOLDS

1.73mPOSTCODES

850m+SOURCE

RECORDS

450m+INPUT


INTERPRETATION


20th MAY, 2016

Longwell Green Leisure Centre

Summary of the Area


Describing Longwell Green Leisure Centre (10 Minutes) in relation to United KingdomCreation Date: May 20, 2016













Area Base

0%

3%

5%

8%

10%

13%

15%

2014-2019

2014-2024

2014-2029

2014-2034


YEAR AREA AREA%

2014 150,832 0.00

2019 156,636 3.85

2024 162,123 7.49

2029 167,465 11.03

2034 172,207 14.17





Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

Under 15

Age 15-19

Age 20-24

Age 25-34

Age 35-44

Age 45-54

Age 55-64

Age 65+

Age Band %

Area Base

0%

10%5%

15%20%25%30%35%40%45%50%

Single

Married

Separated

Divorced

Widowed

In a civil partn

ership

Marital Status %

AGE AREA

Under 15 26,570

Age 15-19 8,085

Age 20-24 8,898

Age 25-34 19,240

Age 35-44 21,718

Age 45-54 21,892

Age 55-64 17,706

Age 65+ 26,724

TOTAL 150,832

MARITAL STATUS AREA

Single 37,433

Married 59,393


Separated 2,624

Divorced 11,108

Widowed 8,635

TOTAL 119,377

The largest group within the target area is 65+ with a count of 26,724, while the smallest group is 15-19 with only 8,085.






Area Base

AB C1 C2 DE0%

5%

10%

15%

20%

25%

30%

35%

Social Grades %


White 139,523 94.84 87.07



Asian / Asian British: Indian 797 0.54 2.30





Black / African / Caribbean / Black British 1,937 1.32 3.01


TOTAL 65,292 100.00 100.00


AB 9,226 20.64 22.17

C1 14,797 33.11 30.84

C2 11,271 25.22 20.94

DE 9,401 21.03 26.05

TOTAL 44,694 100.00 100.00


The ONS Census data shows that C1 is the largest grade with 33.11% of people in your target area. The second largest grade is C2 with 25.22%, whilst the least represented grade is AB with 20.64%.


Census Data 2011









KEY FEATURES



Area Base

0%

3%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

8%

5%

10%

13%

15%

18%

20%


Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%



Mosaic UK 6










C10 C13

C11

C12G27

G26

G29

G28

H31

H30

H32

H35

H33

H34

O64

061

O63

O62

O66

O65

I37 I38

I36I39

J42

J41

J40

J43

A02

A01

A03

A04

N58

N57

N59

N60

K48K47 K46

E18

E21

E20

E19

F25

F24

F22

F23

M54 M55

K45

K44

M56

B09

B08

B07

B05B06

D14

D16D15

D17

L51

L50

L49

L53

L52

Homeowners

Rur

alTr

adlit

iona

l

Cosm

opolitan



Urban


49.7mADULTS

25.2mHOUSEHOLDS

1.73mPOSTCODES

850m+SOURCE

RECORDS

450m+INPUT


INTERPRETATION


20th MAY, 2016

Thornbury Leisure Centre

Summary of the Area


Describing Thornbury Leisure Centre (10 Minutes) in relation to United KingdomCreation Date: May 20, 2016


The current year estimates reveal a population in this study area of 21,252; it is estimated using projections that the population in this area will change 3.56% over the next five years, 7.16% over the next ten years, 10.24% over the next fifteen years, and 12.65% over the next twenty years. This compares with projected national changes of 3.39% for five years time, 6.62% for tenyears time, 9.55% for fifteen years time, and 12.13% for twenty years time.











Area Base

0%

3%

5%

8%

10%

13%

15%

2014-2019

2014-2024

2014-2029

2014-2034


YEAR AREA AREA%

2014 21,252 0.00

2019 22,008 3.56

2024 22,774 7.16

2029 23,428 10.24

2034 23,941 12.65





Area Base

0%

3%

5%

8%

10%

13%

15%

18%

23%

20%

Under 15

Age 15-19

Age 20-24

Age 25-34

Age 35-44

Age 45-54

Age 55-64

Age 65+

Age Band %

Area Base

0%

10%

20%

30%

40%

60%

50%

Single

Married

Separated

Divorced

Widowed

In a civil partn

ership

Marital Status %

AGE AREA

Under 15 3,327

Age 15-19 1,185

Age 20-24 1,035

Age 25-34 1,752

Age 35-44 2,693

Age 45-54 3,313

Age 55-64 3,180

Age 65+ 4,766

TOTAL 21,252

MARITAL STATUS AREA

Single 4,225

Married 9,717


Separated 316

Divorced 1,408

Widowed 1,309

TOTAL 123,870

The largest group within the target area is 65+ with a count of 4,766, while the smallest group is 20-24 with only 1,035.






Area Base

AB C1 C2 DE0%

5%

10%

15%

20%

25%

30%

40%

35%

Social Grades %


White 20,089 97.54 87.07


Mixed / Multiple Ethnic Groups 214 1.04 1.98








TOTAL 153,620 100.00 100.00


AB 2,012 35.50 22.17

C1 1,780 31.40 30.84

C2 1,047 18.47 20.94

DE 829 14.63 26.05

TOTAL 48,343 100.00 100.00


The ONS Census data shows that AB is the largest grade with 35.49% of people in your target area. The second largest grade isC1 with 31.40%, whilst the least represented grade is D with 14.63%.


Census Data 2011





Ranked the highest for income out of 15 groups. Ranked the 11th youngest out of 15 groups

• Rural locations• Well-off homeowners

• Attractive detached homes• Higher self-employment

• High car ownership• High use of Internet

KEY FEATURES

The dominant Mosaic Group is B Prestige Positions with a count of 2,639, which is 29.92% of your target area.

Well-off owners in rural locations enjoying the benefits of country life.

Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

30%

25%

20%


Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%



Mosaic UK 6










49.7mADULTS

25.2mHOUSEHOLDS

1.73mPOSTCODES

850m+SOURCE

RECORDS

450m+INPUT


INTERPRETATION

C10 C13

C11

C12G27

G26

G29

G28

H31

H30

H32

H35

H33

H34

O64

061

O63

O62

O66

O65

I37 I38

I36I39

J42

J41

J40

J43

A02

A01

A03

A04

N58

N57

N59

N60

K48K47 K46

E18

E21

E20

E19

F25

F24

F22

F23

M54 M55

K45

K44

M56

B09

B08

B07

B05B06

D14

D16D15

D17

L51

L50

L49

L53

L52

Homeowners

Rur

alTr

adlit

iona

l

Cosm

opolitan



Urban



20th MAY, 2016

YateLeisure Centre

Summary of the Area


Describing Yate Leisure Centre (10 Minutes) in relation to United KingdomCreation Date: May 20, 2016













Area Base

0%

3%

5%

8%

10%

13%

15%

18%

2014-2019

2014-2024

2014-2029

2014-2034


YEAR AREA AREA%

2014 45,187 0.00

2019 47,110 4.25

2024 49,020 8.48

2029 50,831 12.49

2034 52,389 15.94





Area Base

0%

3%

5%

8%

10%

13%

15%

18%

20%

Under 15

Age 15-19

Age 20-24

Age 25-34

Age 35-44

Age 45-54

Age 55-64

Age 65+

Age Band %

Area Base

0%

10%

20%

30%

40%

60%

50%

Single

Married

Separated

Divorced

Widowed

In a civil partn

ership

Marital Status %

7,220 AREA

Under 15 8,047

Age 15-19 2,695

Age 20-24 2,480

Age 25-34 4,688

Age 35-44 6,348

Age 45-54 7,220

Age 55-64 5,862

Age 65+ 7,847

TOTAL 45,187

MARITAL STATUS AREA

Single 9,733

Married 19,311


Separated 735

Divorced 3,251

Widowed 2,353

TOTAL 35,412

The largest group within the target area is Under 15 with a count of 8,047, while the smallest group is 20-24 with only 2,480.

The ONS data reveals that 27.49 % of the population are Single, and 54.53% are Married. 0.08% of the population are in a civil partnership, 2.08% separated, 9.18 % divorced and 6.64 % are widowed.





Area Base

AB C1 C2 DE0%

5%

10%

15%

20%

25%

30%

35%

Social Grades %


White 42,703 97.42 87.07


Mixed / Multiple Ethnic Groups 411 0.94 1.98








TOTAL 65,292 100.00 100.00


AB 2,821 21.76 22.17

C1 4,075 31.43 30.84

C2 3,388 26.13 20.94

DE 2,683 20.69 26.05

TOTAL 12,968 100.00 100.00


The ONS Census data shows that C1 is the largest grade with 31.43% of people in your target area. The second largest grade is C2 with 26.13% , whilst the least represented grade is D with 20.69% .


Census Data 2011









KEY FEATURES



Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

30%

25%

20%


Area Base

0%

A City Prosperity

B Prestige Positi

ons

C Country Living

D Rural Reality

E Senior Security


G Domestic Success


I Family Basics

J Transient R

enters


L Vintage Value

M Modest Traditio

ns

N Urban Cohesion

O Rental Hubs

5%

10%

15%

20%

25%

30%



Mosaic UK 6










C10 C13

C11

C12G27

G26

G29

G28

H31

H30

H32

H35

H33

H34

O64

061

O63

O62

O66

O65

I37 I38

I36I39

J42

J41

J40

J43

A02

A01

A03

A04

N58

N57

N59

N60

K48K47 K46

E18

E21

E20

E19

F25

F24

F22

F23

M54 M55

K45

K44

M56

B09

B08

B07

B05B06

D14

D16D15

D17

L51

L50

L49

L53

L52

Homeowners

Rur

alTr

adlit

iona

l

Cosm

opolitan



Urban


49.7mADULTS

25.2mHOUSEHOLDS

1.73mPOSTCODES

850m+SOURCE

RECORDS

450m+INPUT


INTERPRETATION

CT will continue to work with its development partners, including Swim England to build on the existing uptake on swimming lessons and deliver on the following strategic developments:

• Review the current “Learn to Swim” programme in partnership with Swim England, aim to implement new programme, teaching standards, award scheme in 2017.

• Introduce a recognisable Brand for the Swim Academy, in line with the Aquatics Brand Manual, that is being launched as part of this strategy.

• Work with Swim England and Institute of Swimming (IOS) to develop a workforce training and recruitment programme, incorporating a volunteering and apprenticeship programme, to increase the number of suitably qualified and trained Level 2 Swimming Teachers, to develop teachers to have the ability to motivate, encourage and inspire all ages of swimmers and to follow a path of continuous professional development (CPD), in line with Circadian Trust’s ongoing culture change.

• Review current safeguarding policies, promote awareness and understanding of safeguarding issues, follow best practice and work with local partners to deliver safeguarding training to the workforce.

• Agree a concessionary pricing policy, including offering bursary places on the Swim Academy to those on lower incomes, disabilities and with learning difficulties; in line with the Organisations status as a Charitable Trust.

• Continue to manage the performance of the Swim Academy, using a number of performance management tools, processes and techniques, with a key aim of reducing attrition levels across all sites, therefore retaining swimmers for longer.

LEARN TO DIVE

CT operate a small learn to dive programme at Kingswood Leisure Centre, which has a 1 and 3 metre springboard and 5 metre platform, with currently around 30 children having diving lessons.

CT will work with Swim England to deliver a complete diver pathway, building on the current programme at Kingswood and utilising the potential market for swimming lessons to offer diving lessons in conjunction with swimming lessons at all Centres and also signposting diving lessons as an exit route from the learn to swim programme. Specifically, strategic developments will be the following:

• Work in partnership with Swim England to deliver new Swim England Aquatic Skills Framework Stage 8-10 Diving at all Centres, feeding into Kingswood as the diving “hub” for South Gloucestershire and the surrounding area of Bristol. Kingswood will deliver the new Swim England Diving Awards 1-7.

• Workforce sustainability in diving through upskilling of existing/new swimming teachers and recruitment:

- Upskilling swimming teachers to deliver Stage 8-10 Diving

- Upskilling those already delivering Stages 8-10 to Level 1 and 2 Diving Coach

- Recruitment of Diving Coaches through local networks, partners and agencies

WATER POLO

Water polo is an activity that is not currently offered but is envisaged as an opportunity to complement the existing Aquatics programme and present a clear exit route for swimmers to try alternative disciplines in order to retain them within aquatics. It is also envisaged that a club link would be established with a local water polo club, so that talented players from the CT programme could gain access to wider skills development and competition opportunities.

Canoe water polo is something that currently exists within the programme through a club link at Kingswood Leisure Centre, it is envisaged this will be better signposted as an alternative aquatic activity.

ROOKIE LIFEGUARD

Currently offered across several of our sites and run in conjunction with the Royal Lifesaving Society, (RLSS) Rookies gives 8-15 year olds the opportunity to learn lifesaving and water rescue techniques and emergency response. It should be seen as an integral part of the Aquatics programme and an opportunity to develop young peoples aquatic skills in a fun environment. It should also form part of a developmental/career programme to aid with recruitment of future lifeguards at CT Centres.

SUB-AQUA

Another alternative aquatic activity that is currently offered via several clubs at Centres, but without clear signposting to our Aquatics programme. This offers a further opportunity to develop sub aqua courses for juniors with clear links to clubs as an exit route for swimmers.

TRIATHLON

Triathlon is a sport that is gaining popularity as the growth in participation in individual sport and multi sports continues. As one of the three disciplines, swimming is well placed to take advantage and it is envisaged that our current swim to fitness sessions will be marketed and promoted in future as beneficial for triathletes, along with a commitment to develop links with local triathlon clubs.

To work in partnership with Swim England, swimming clubs, schools and aquatic clubs to develop an agreed aquatics operating model and swimming and club development pathway, thereby “extending the life of the swimmer”

CT believes it is important for participants to develop and be given an opportunity to reach their full potential.

In order to achieve this, participants need a quality environment, a development pathways programme and a co-ordinated, collaborative approach to identifying swimmers with talent and supporting these swimmers through clearly defined Long Term Athlete development (LTAD) stages to elite club level and beyond.

With five pools across South Gloucestershire, each operating its own schools swimming programme and Swim Academy, the opportunities exist to talent spot and develop pathways with the three Swimming Clubs who operate out of CT Centres. The ASA, within its Participation Strategy “Rediscovering The Nation’s Favourite Sport”, outline the importance of ensuring “an accessible pathway is available from casual swimming into clubs and then an exit pathway into long term swimming participation”15. This is a key strategic aim, to improve and develop the transition from our schools/casual/learn to swim programmes to the Swimming Clubs with a focus on LTAD and an exit pathway signposting into CT’s aquatics development programme, laying the foundations for improved and prolonged health and wellbeing through swimming. The development model below demonstrates this:


Non-Users

Non-Users

Non-Users

Learn To Swim

School Swimming

Casual Swimming

AquaticDevelopment

Prog

AquaticClubs

Health Wellbeing

Long

Ter

m A

thle

te D

evel

op

men

t P

rog

ram

me Elite /

Performance

SwimmingClubs

AQUATIC AIM 4 – SWIMMING DEVELOPMENT PATHWAYS

CT recognises that in order to deliver the above key strategic aim, it must work more closely with the Swimming Clubs and in partnership with Swim England, to develop

an agreed operating model and development pathway. The table below outlines the key issues, challenges and opportunities for CT and the Swimming Clubs:

SWIMMING CLUBS KEY ISSUES CHALLENGES OPPORTUNITIES

Soundwell Swimming Club

Southwold Swimming Club

Severnside Tritons Swimming Club

There are differences between the 3 clubs in terms of resources, access to pool time, competitive performance and success

The clubs have not appeared to work closely together in the past but recently have expressed a desire to do so and include CT within a network agreement with its aim to enhance the aquatic development environments of each club and within CT’s aquatic provision

All 3 clubs run their own learn to swim programmes to varying levels, predominately aimed at identifying potential talent and generating income

All clubs would like to access more pool time, particularly for the development of an elite squad or joint training for higher standard swimmers

CT will be facing reductions in funding to manage the facilities from its key partner South Gloucestershire Council (SGC) and by 2020 will have the fee to manage the facilities cut altogether

Affordability of pool time is a key issue for some clubs

All clubs want to retain their own identity

Only 1 club is Swim Mark accredited

A “competition” standard pool would be desirable

Reprogramming the pools to maximise income while retaining sufficient pool space for swimming development

Overcoming barriers that exist between the clubs and the operator to develop performance pathways and an agreed operating model in the face of austerity and financial constraints

Ensuring the clubs without Swim Mark Accreditation gain it; Swim England see this as key to ensure good governance leading to strong and sustainable clubs

Working in partnership with the clubs and Swim England, to improve communication and aquatic development

Development of an Elite Squad (Long term goal) and joint training sessions for higher standard swimmers (short/medium term goal)

Maximise opportunities for funding, from Swim England and other external sources

Build on and improve competitive performance and success of the clubs

Ensure there is a LTAD pathway and exit pathways into long term swimming participation

The agreed operating model would place the Swimming Clubs at the centre of the model, with a formalised approach to talent spotting from our learn to swim programme, sharing of teachers/coaches to create an identifiable link between swim development and club, club development sessions and entrance and exit pathways into club and CT’s “extending the life of a swimmer” programmes as outlined under Aquatic Aim 3 (Water polo, Rookies, Sub Aqua, Triathlon) and long term swimming participation programmes and sessions to improve health and wellbeing.

It is envisaged that successful implementation of an agreed operating model would lead to:

• Strong and sustainable swimming clubs, working towards and achieving Swim Mark Accreditation.

• Joint squad/elite training sessions with the aim of improving the competitive performance/success of the clubs.

• A development pathway clear to the local community from learn to swim through to elite performance

A four year plan/timetable to 2021 will be developed in collaboration with the swimming clubs and Swim England, this plan will be in place by 2017.

SCHOOL SWIMMING

Currently the Leisure Centres have limited involvement with the school swimming offer, other than indicating what spaces there are within the swimming programme for schools to be able to use; the process is then co-ordinated by a nominated Officer within South Gloucestershire Council. 50 schools currently use the Leisure Centres for around 125 hours per week.

There is an opportunity to develop a co-ordinated offer to schools, with more involvement from the Leisure Centres, this could be in the form of more direct communication with Head Teachers and out reach work within the schools to promote the benefits of swimming, physical activity and impact on academic performance as well as life skills and health related benefits; with

an agreed operating model in place it would be much easier to be able to demonstrate to Head teachers and parents how a child could benefit from a swimming development pathway.

A key challenge in providing a school swimming service is the degree to which transport costs impact on the overall budget, in some instances, the costs associated with school swimming are predominately transport related. A key driver should be to deliver a school swimming scheme which enables schools to minimise transport costs, and invest a greater degree of the budget in delivery of the school swimming itself; key features/innovations could include:

• School Swimming lessons extended to be 1 hour long instead of 30 minutes, this reduces the overall number of lessons, thus reducing transport related costs.

• Savings from transport invested in reducing teacher:pupil ratio to be similar to the learn to swim scheme and/or training for teachers to be able to deliver the ASA National Plan.

• Inclusion of a dry side related activity as well as swimming.

Schools would need to look at and work around the potential impact on the school timetable, but benefits could be seen in the delivery of improved lessons, variety and learning outcomes. A cost benefit analysis will be required, as well as detailed consultation with the Schools and South Gloucestershire Council and will be included within the four year plan/timetable as discussed above.

Within its Strategy Sporting Future: A New Strategy for an Active Nation the Government has committed to ensuring that every child leaves primary school being able to swim, referencing the ASA School Swimming Census 2014, which states 45% of 7-11 year olds cannot swim 25 metres.

CT, along with its partners, will endeavour to implement any actions from the Governments working group on School Swimming, set up to consider what confidence and capability really mean in swimming. This working group is due to report in 2017.

7SECTION

7

Aquatic Outcomes

7• AN INCREASE IN ADULT SWIMMING PARTICIPATION (SOURCE XN REPORTING):

TARGETS:

2017/18 262,825 (1.5% increase on 2016/17 – 258,941) 2018/19 270,710 (3% increase) 2019/20 284,245 (5% increase)

PI: Adult Participation – casual swimming (individual visits per year)

• AN INCREASE IN THE NUMBER OF PEOPLE REGULARLY PARTICIPATING IN SWIMMING, AS DEFINED BY THE SPORT ENGLAND MARKET SEGMENTATION:

TARGETS:

2017/18 66,067 (1.5% increase on 2015/16 – 65,091) 2018/19 68,379 (3.5% increase) 2019/20 72,824 (6.5% increase)

PI: Numbers of people swimming regularly (Source WESPORT)

AQUATIC AIM 1 – PARTICIPATION - OUTCOMES

• AN INCREASE IN THE NUMBER OF TARGET GROUP SESSIONS ACROSS THE LEISURE CENTRE POOL PROGRAMMES

PI: Programmed sessions linked to target groups

• AN INCREASE AMONGST TARGETED GROUPS TO BECOME MORE ACTIVE THROUGH SWIMMING/AQUATICS – TO BE MEASURED THROUGH THE ACTIVE CARD SCHEME AND THE SOUTH GLOUCESTERSHIRE RESIDENTS VIEW POINT SURVEY

PI: Participation by Target Group

AQUATIC AIM 2 – OPPORTUNITY - OUTCOMES

• AN INCREASE IN THE NUMBERS OF CHILDREN ENROLLED IN THE SWIM ACADEMY

TARGETS:

PI: Children enrolled on Swim School – (Source XN Reporting)

• AN INCREASE IN THE NUMBER OF QUALIFIED SWIMMING TEACHERS

PI: Swimming Teachers on payroll (Source Workforce Register)

• NUMBER OF VOLUNTEERS WORKING WITHIN THE SWIM PROGRAMME

PI: Registered volunteers

• NUMBER OF BURSARY PLACES OFFERED AND FILLED IN THE SWIM ACADEMY

PI: Bursary Places filled

• AN INCREASE IN THE NUMBER OF CHILDREN REMAINING WITHIN THE AQUATIC DEVELOPMENT PROGRAMME

PI: to be developed – follow the child from entry into the programme through to completion

PI: Swim Academy attrition

• AN INCREASE IN NUMBERS OF CHILDREN LEARNING TO DIVE

PI: Children enrolled on diving programme (Source XN Reporting)

AQUATIC AIM 3 – DEVELOPMENT - OUTCOMES

2016/17 8,120 2017/18 9,332

2018/19 10,227 2019/20 11,042

2020/21 12,604

• AN INCREASE IN CHILDREN JOINING SWIMMING CLUBS FROM SWIM ACADEMY

PI: To be developed

• AN INCREASE IN TOP 3 FINISHES AT COMPETITION LEVEL

PI: Medals won (Source Swimming Clubs)

• AN INCREASE IN NUMBER OF SCHOOLS ATTENDING CIRCADIAN TRUST SWIMMING POOLS

PI: Schools attending (Source SGC)

• AN INCREASE IN PRIMARY SCHOOL CHILDREN ACHIEVING 25 METRES OR AS DEFINED BY THE GOVERNMENTS SCHOOL SWIMMING WORKING GROUP

PI: Attainment of 25 metres Award (or as defined)

AQUATIC AIM 4 – PATHWAY - OUTCOMES

OUTCOMES – MONITOR AND EVALUATION

The key outcomes and PI’s will be monitored regularly and in many cases monthly and will be linked to the KPI’s for the Organisation. Leisure Centre Managers will report on progress at the Senior Management Team Performance meeting that takes place quarterly.

Outcomes and targets linked to increasing physical activity through aquatics are to be developed as part of further detailed action planning and discussions with key partners and the wider community.

An annual review will take place to evaluate progress against the outcomes and a report produced to update on achievements across the aquatic aims.

8SECTION

8

References

8REFERENCES

Circadian Trust Strategy 2015 – 2018 “The Circadian Way”

South Gloucestershire’s Physical Activity Strategy 2015 - 2020

South Gloucestershire’s Joint Health and Wellbeing Strategy 2013 - 2016

DCMS Sporting Future: A New Strategy for an Active Nation

Sport England Strategy 2016-21 Towards an Active Nation

The ASA Participation Strategy Rediscovering The Nation’s Favourite Sport

2016 State of the UK Swimming Industry Report

Swim England Strategy 2017-2021 Toward a Nation Swimming

CIRCADIAN TRUST WORK WITH AND ARE SUPPORTED BY

South Gloucestershire Council

Swim England

Wesport

Head Office

Thornbury Leisure CentreAlveston HillThornburySouth GloucestershireBS35 3JB

T: 01454 279927

F: 01454 411125

E: [email protected]

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